The More You Get Out of This Book, the More You’ll Get Out of life!

S i x Ways to M a k e People L i k e You
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rabbit. Presto! He soon had a whole nest of little rabbits—and 
nothing to feed them. But he had a brilliant idea. He told the 
boys and girls in the neighborhood that if they would go out and 
pull enough clover and dandelions to feed the rabbits, he would 
name the bunnies in their honor.
The plan worked like magic, and Carnegie never forgot it. 
Years later, he made millions by using the same psychology in 
business. For example, he wanted to sell steel rails to the Pennsyl­
vania Railroad. J. Edgar Thomson was the president of the Penn­
sylvania Railroad then. So Andrew Carnegie built a huge steel 
mill in Pittsburgh and called it the “Edgar Thomson Steel Works.” 
Here is a riddle. See if you can guess it. W hen the Pennsylvania 
Railroad needed steel rails, where do you suppose J. Edgar Thom­
son bought th e m ? . . . From Sears, Roebuck? No. No. You’re 
wrong. Guess again.
When Carnegie and George Pullman were battling each other 
for supremacy in the railroad sleeping-car business, the Steel King 
again remembered the lesson o f the rabbits.
The Central Transportation Company, which Andrew Carnegie 
controlled, was fighting with the company that Pullman owned. 
Both were struggling to get the sleeping-car business of the Union 
Pacific Railroad, bucking each other, slashing prices, and destroy­
ing all chance of profit. Both Carnegie and Pullman had gone to 
New York to see the board o f directors of the Union Pacific. 
Meeting one evening in the St. Nicholas Hotel, Carnegie said: 
“Good evening, Mr. Pullman, aren’t we making a couple of fools 
of ourselves?”
“What do you mean?” Pullman demanded.
Then Carnegie expressed what he had on his mind—a merger 
of their two interests. He pictured in glowing terms the mutual 
advantages of working with, instead of against, each other. Pull­
man listened attentively, but he was not wholly convinced. Finally 
he asked, “What would you call the new company?” and Carnegie 
replied promptly: “Why, the Pullman Palace C ar Company, of 
course.”
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S i x Ways to M a k e People L i k e You
Pullman’s face brightened. “Come into my room,” he said. 
“Let’s talk it over.” That talk made industrial history.
This policy of remembering and honoring the names of his 
friends and business associates was one o f the secrets of Andrew 
Carnegie’s leadership. He was proud of the fact that he could call 
many of his factory workers by their first names, and he boasted 
that while he was personally in charge, no strike ever disturbed 
his flaming steel mills.
Benton Love, chairman of Texas Commerce Bancshares, be­
lieves that the bigger a corporation gets, the colder it becomes. 
“One way to warm it up,” he said, “is to remember people’s 
names. The executive who tells me he can’t remember names is 
at the same time telling me he can’t remember a significant part 
of his business and is operating on quicksand.”
Karen Kirsch of Rancho Palos Verdes, California, a flight atten­
dant for TWA, made it a practice to learn the names of as many 
passengers in her cabin as possible and use the name when serving 
them. This resulted in many compliments on her service expressed 
both to her directly and to the airline. One passenger wrote: “I 
haven’t flown TWA for some time, but I’m going to start flying 
nothing but TWA from now on. You make me feel that your 
airline has become a very personalized airline and that is impor­
tant to me.”
People are so proud of their names that they strive to perpetu­
ate them at any cost. Even blustering, hardboiled old P. T. Bar- 
num, the greatest showman of his time, disappointed because he 
had no sons to carry on his name, offered his grandson, C. H. 
Seeley, $25,000 if he would call himself “Bamum” Seeley.
For many centuries, nobles and magnates supported artists, mu­
sicians and authors so that their creative works would be dedicated 
to them.
Libraries and museums owe their richest collections to people 
who cannot bear to think that their names might perish from the 
memory of the race. The New York Public Library has its Astor 
and Lenox collections. The Metropolitan Museum perpetuates the 
names of Benjamin Altman and J. P. Morgan. And nearly every
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church is beautified by stained-glass windows commemorating the 
names of their donors. Many of the buildings on the campus of 
most universities bear the names of donors who contributed large 
sums of money for this honor.
Most people don’t remember names, for the simple reason that 
they don’t take the time and energy necessary to concentrate and 
repeat and fix names indelibly in their minds. They make excuses 
for themselves; they are too busy.
But they were probably no busier than Franklin D. Roosevelt, 
and he took time to remember and recall even the names of 
mechanics with whom he came into contact.
To illustrate: The Chrysler organization built a special car for 
Mr. Roosevelt, who could not use a standard car because his legs 
were paralyzed. W. F. Chamberlain and a mechanic delivered it 
to the White House. I have in front of me a letter from Mr. 
Chamberlain relating his experiences. “I taught President Roose­
velt how to handle a car with a lot of unusual gadgets, but he 
taught me a lot about the fine art of handling people.
“When I called at the W hite House,” Mr. Chamberlain 
writes, “the President was extremely pleasant and cheerful. H e 
called me by name, made me feel very comfortable, and partic­
ularly impressed me with the fact that he was vitally interested 
in things I had to show him and tell him. The car was so 
designed that it could be operated entirely by hand. A crowd 
gathered around to look at th e car; and he remarked: ‘I think 
it is marvelous. All you have to do is to touch a button and it 
moves away and you can drive it without effort. I think it is 
grand—I don’t know what makes it go. I ’d love to have th e 
time to tear it down and see how it works.’
“When Roosevelt’s friends and associates admired the machine, 
he said in their presence: ‘Mr. Chamberlain, I certainly appreciate 
all the time and effort you have spent in developing this car. It 
is a mighty fine job.’ He admired the radiator, the special rear- 
vision mirror and clock, the special spotlight, the kind of upholstery, 
the sitting position of the driver’s seat, the special suitcases in the 
trunk with his monogram on each suitcase. In other words, he
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